Abstract:
The organizational climate and job satisfaction are vital elements in any pharmaceuticals office, depends up on the involvement, efforts and the contribution of the employees. Numerous investigators have studied the organizational climate and job satisfaction in health sector and higher education but rarely examined the organizational climate and job satisfaction on employees. This study seeks to investigate the effect of organizational climate on employees’ job satisfaction in Head Office of PFSA. Quantitative approaches with descriptive, explanatory and cross-sectional designs were employed. The data were collected from sample of 201 male and female from the total population of 500 by using stratified random sampling method. The primary data have collected by using a set of questionnaires which includes three parts i.e. socio-demographic, organizational climate and job satisfaction of respondents that contain 129 items with closed-ended questions. Descriptive (mean, frequency and standard deviation) and inferential statistics (regression) were used to analyze the data through statistical software SPSS version 20. The current study found that the Central Office of PFSA has moderate and good level of organizational climate and job satisfaction respectively. The Pearson correlation product moment result revealed that from 15 sub factors of organizational climate, 14 factors are significantly associates with job satisfaction. There is positive correlation between organizational climate and job satisfaction dimensions. In addition to this organizational climate has a positive significant effect on employees’ job satisfaction . The linear regression result has shown that autonomy, training & development, task orientation and commitment have an effect on job satisfaction in Central Office of PFSA. On the other hand trust, responsibility, work load, physical comfort, supervision & support, structure, communication, leader ship, standard, clarity and coworker’s cohesion have no significant effect on job satisfaction. Based on the finding, it is recommended that the training and development has to be done on need assessment base. Besides in order to raise employee’s autonomy the management should do best for them to make their own decision, using their own incentive to do things and encountering to rely on them when problems arise. Management should be use one to five formation for raise both autonomy and task orientation.
